BTE417 - Exam #2 (Chpt 6-9)

Procurement Statement of Work (SOW)

(SOW) is a description of the work that is to be purchased • It is a type of scope statement that describes the work in sufficient detail to allow prospective suppliers to determine if they are capable of providing the goods and services required and an appropriate price • It should be clear, concise, and as complete as possible, describe all services required, and include performance information, such as the location and timing of the work

Quality Metrics

- A metric is a standard of measurement - Metrics allow organizations to measure their performance in certain areas and to compare them over time or with other organizations EX: - failure rates of products produced - availability of goods and services - customer satisfaction ratings - Application performance on high loads

Resource Histograms

- A resource histogram is a column chart that shows the number of resources required for or assigned to a project over time - In planning project staffing needs, senior managers often create a resource histogram in which columns represent the number of people needed in each skill category. By stacking the columns, you can see the total number of people needed each month - After resources are assigned to a project, you can view a resource histogram for each person to see how his/her time has been allocated

Responsibility Assignment Matrices

- A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the work breakdown structure (WBS) to the people responsible for performing the work - For smaller projects, it is best to assign WBS activities to individuals; for larger projects, it is more effective to assign the work to organizational units or teams - RACI charts are a type of RAM that show Responsibility (who does the task), Accountability (who signs off on the task or has authority for it), Consultation (who has information necessary to complete the task), and Informed (who needs to be notified of task status/results) roles for project stakeholders

Staffing Management Plans

- A staffing management plan describes when and how people will be added to and removed from a project - Describes the types of people needed to work on the project, the numbers needed for each type of person each month, and how these resources will be acquired, trained, rewarded, and reassigned after the project

Distributing Information in an Effective and Timely Manner

- Don't bury crucial information - Don't be afraid to report bad information - Oral communication via meetings and informal talks helps bring important information—good and bad—out into the open

Project Communications Management CHPT6

- Experts agree that the greatest threat to the success of any project is a failure to communicate - Many project managers say that 90 percent of their job is communicating, yet many project managers fail to take the time to plan for project communications - Project communications management involves generating, collecting, disseminating, and storing project information - Key outputs include a communications management plan and a project website

Personal Preference Affect Communication Needs

- Introverts like more private communications, while extroverts like to discuss things in public - Intuitive people like to understand the big picture, while sensing people need step-by-step details - Thinkers want to know the logic behind decisions, while feeling people want to know how something affects them personally - Judging people are driven to meet deadlines while perceiving people need more help in developing and following plans

Importance of Project Quality Management

- Many people joke about the poor quality of IT products - People seem to accept systems being down occasionally or needing to reboot their PCs - Quality is very important in many IT projects

Herzberg's Motivational and Hygiene Factors

- Motivational factors: Factors that cause job satisfaction, such as achievement, recognition, the work itself, responsibility, advancement, and growth - Hygiene factors: Factors that cause dissatisfaction if not present, but do not motivate workers to do more. Examples include larger salaries, more supervision, and a more attractive work environment

Importance of Good Communication

- Our culture does not portray IT professionals as bring good communicators - Research shows that IT professionals must be able to communicate effectively to succeed in their positions - Strong verbal and non-technical skills are a key factor in career advancement for IT professionals

Project Web Sites

- Project Web sites provide a centralized way of delivering project documents and other communications - Some project teams also create blogs—easy-to-use journals on the Web that allow users to write entries, create links, and upload pictures, while allowing readers to post comments to particular journal entries - Various types of software allow for easy, quick creation of website - Part of the Web site might be open to outside users, whereas other parts might be accessible only by certain stakeholders

Project Resource Management

- Project resource management is concerned with making effective use of the people involved with a project as well as physical resources - The main output produced as part of project resource management planning is a project resource management plan (can be separated into a team management plan and a physical resource management plan)

Project Stakeholder Management

- Project stakeholder management planning involves determining strategies to effectively engage stakeholders in project decisions and activities based on their needs, interests, and potential impact. - Outputs of this process are a stakeholder engagement plan

Quality Planning and the Quality Management Plan

- Quality planning includes identifying which quality standards are relevant to the project and how best to satisfy those standards - Involves designing quality into the products of the project as well as the processes involved in managing the project

Nonverbal Communications

- Research poses the theory that in a face-to-face interaction, 58 percent of communication is through body language, 35 percent is through how the words are said, and a mere 7 percent is through the content or words that are spoken • It is important to pay attention to more than just the actual words someone is saying • Nonverbal communications, such as a person's tone of voice and body language, are often more important than the words being used

Encouraging More Face-to-Face Interactions

- Short, frequent meetings are often very effective in IT projects - Stand-up meetings force people to focus on what they really need to communicate

Project Organization Chart

- Similar to a company's organizational chart, a project organizational chart is a graphical representation of how authority and responsibility is distributed within the project - The size and complexity of the project determines how simple or complex the organizational chart is

Thamhain and Wilemon's Ways to Have Influence on Projects

1. Authority: The legitimate hierarchical right to issue orders. 2. Assignment: The project manager's perceived ability to influence a worker's later work assignments. 3. Budget: The project manager's perceived ability to authorize others' use of discretionary funds. 4. Promotion: The ability to improve a worker's position. 5. Money: The ability to increase a worker's pay and benefits. 6. Penalty: The project manager's ability to cause punishment. 7. Work challenge: The ability to assign work that capitalizes on a worker's enjoyment of doing a particular task. 8. Expertise: The project manager's perceived special knowledge that others deem important. 9. Friendship: The ability to establish friendly personal relationships between the project manager and others.

Tuckman Model of Team Development

1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

Risk Management

1. Risk - an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives 2. Risk has a probability that it will occur Risk = (Probability of Event) * (Consequences of Event) 3. Risk (if it occurs) impacts one or more project objectives ~ Scope schedule, cost, or quality. 4. Risk has triggers ... events that signal that they will occur or have occurred.

Top Three Reasons People Leave Their Jobs (from Fast Company Study)

1. They feel they do not make a difference 2. They do not get proper recognition 3. They are not learning anything new or growing as a person Managers can ensure these reasons do not occur by doing a good job of motivating and managing their people

a slipped milestone

A milestone activity that is completed later than planned

Project Risk Management

A risk management plan documents the procedures for managing risk throughout the life of a project Topics that a risk management plan should address include the methodology for risk management, roles and responsibilities, budget and schedule estimates for risk-related activities, risk categories, probability and impact matrices, and risk documentation

SQ#5 Topics such as who will receive project information and who will produce it, suggested methods or guidelines for conveying the information,frequency of communication, and escalation procedures for resolving issues should be described in a ______. A. communications management plan B. staffing management plan C. team charter D. scope statement

A. communications management plan

SQ#4 You want to have the least risk possible in setting up a contract to purchase goods and services from an outside firm. As the buyer, what type of contract should you use? A. fixed price B. unit price C. cost reimbursable D. time and materials

A. fixed price

Perform Qualitative Risk Analysis

Assesses the priority of identified risks using their probability/likelihood of occurrence.

SQ #2 _______________ allow organizations to measure their performance in certain areas—such as failure rates, availability, and reliability—and compare them over time or with other organizations. A. Ratings B. Metrics C. Quality-control charts D. Checklists

B. Metrics

Conflict Handling Modes (T/R)

Blake and Mouton (1964) 1. Confrontation or problem-solving: Directly face a conflict (high/high). 2. Compromise: Use a give-and-take approach (medium/medium). 3. Smoothing/Accommodate: De-emphasize areas of differences and emphasize areas of agreement (low/high). 4. Forcing: The win-lose approach (high/low). 5. Withdrawal: Retreat or withdraw from an actual or potential disagreement (low/low).

SQ #3 You can purchase an item you need for a project for $10,000 and it has daily operating costs of $500, or you can lease the item for $700 per day. On which day will the purchase cost be the same as the lease cost? A. day 5 B. day 10 C. day 50 D. day 100

C. day 50

Stakeholder Engagement Plans

Contents: • Current and desired engagement levels • Interrelationships between stakeholders • Scope and impact of change to stakeholders • Potential management strategies for each stakeholder • Methods for updating the stakeholder management plan

SQ#1 ________ is defined as the degree to which a set of inherent characteristics fulfill requirements. A. Fitness for use B. Conformance to requirements C. Metrics D. Quality

D. Quality

Risk Registers

Documents potential risk events and related information, including: - An identification number for each risk event - A rank for each risk event (usually high, medium, or low) - The name of the risk event - A description of the risk event - The category under which the risk event falls - The root cause: The real or underlying reason a problem occurs - Triggers: Indicators or symptoms of actual risk events - Potential responses to each risk event - The risk owner, or person who will own or take responsibility - The probability of the risk event occurring - The impact to the project if the risk event occurs § The status of the risk event

Project Quality Management

Ensuring the project will satisfy the stated or implied needs for which it was undertaken Key outputs: - Quality management plan - Quality metrics - Quality checklists

Scope Aspects of IT Projects

Functionality is the degree to which a system performs its intended function Features are the system's special characteristics that appeal to users System outputs are the screens and reports the system generates Performance addresses how well a product or service performs the customer's intended use Reliability is the ability of a product or service to perform as expected under normal conditions Maintainability addresses the ease of performing maintenance on a product

Team Management Plan

Key components include: § Project organizational chart § Responsibility assignment matrix § Resource histogram § Staffing management plan

Important Project Communications Concepts

Key concepts include: § Formal and informal communications § Nonverbal communications § Using the appropriate communications medium § Understanding individual and group communication needs § The impact of team size on project communications

Team Charter

Many

Maslow's Hierarchy of Needs

Maslow suggested that people's behaviors are guided or motivated by a sequence of needs

Expectations

Much of project quality management involves understanding and managing customer expectations. Project managers must understand and manage expectations.

Planning Risk Responses

Negative Risk Responses - Risk avoidance - Risk acceptance - Risk transference - Risk mitigation Positive Risk Responses - Risk exploitation - Risk sharing - Risk enhancement - Risk acceptance

Chapter 6

Planning-part 3 (Project Quality, Resource, Communications, Stakeholder, Risk, Procurement Mgmt)

Communications Management Plans

Plans will vary with the needs of the project, but some type of written plan should always be prepared and address the following items: - Stakeholder communications requirements - Information to be communicated, format, content, and level of detail - Identification of who will receive the information and who will produce it - Suggested methods or guidelines for conveying the information - Description of the frequency of communication - Escalation procedures for resolving issues - Revision procedures for updating the communications management plan - A glossary of common terminology used on the project

Why is stakeholder management difficult?

Politics Conflicting objectives Conflicting priorities Unshared vision Human communication

Who's responsible for the quality of projects?

Project managers are ultimately responsible for quality management on their projects

Acquiring Resources

Project resources • Physical resources include equipment, supplies, and materials • Human resources include the people required to perform the project work There's a saying that the project manager who is the smartest person on the team has done a poor job of recruiting! Managers must also motivate their staff and remember why people choose to leave their jobs

Other Communication Considerations

Rarely does the receiver interpret a message exactly as the sender intended Geographic location and cultural background affect the complexity of project communications - Different working hours - Language barriers - Different cultural norms

Importance of Face-to-Face Communication

Research says that in a face-to-face interaction: - 58% of communication is through body language. - 35% of communication is through how the words are said - 7% of communication is through the content or words that are spoken - Pay attention to more than just the actual words someone is saying - A person's tone of voice and body language say a lot about how he or she really feels

McClelland's Acquired-Needs Theory

Specific needs are acquired or learned over time and shaped by life experiences, including: - Achievement (nAch): People with a high need for achievement like challenging projects with achievable goals and lots of feedback - Affiliation (nAff): People with high nAff desire harmonious relationships and need to feel accepted by others, so managers should try to create a cooperative work environment for them - Power: (nPow): People with a need for power desire either personal power (not good) or institutional power (good for the organization). Managers should provide institutional power seekers with management opportunities

What is Quality?

The ISO defines quality as "the degree to which a set of inherent characteristics fulfill requirements" Other experts define quality based on conformance to requirements and fitness for use. - Conformance to requirements means that the project's processes and products meet written specifications - Fitness for use means that a product can be used as it was intended The customer ultimately decides that the quality level is acceptable

Sample Work Performance Information

The goal of schedule control is to know the status of the schedule, influence the factors that cause schedule changes, determine whether the schedule has changed, and manage changes when they occur

Project Integration Management

The main monitoring and controlling processes performed as part of project integration management include monitoring and controlling project work and performing integrated change control. ~ tracking progress and handling changes

McGregor's Theory X and Theory Y

Theory X: Assumes workers dislike and avoid work, so managers must use coercion, threats and various control schemes to get workers to meet objectives Theory Y: Assumes individuals consider work as natural as play or rest and enjoy the satisfaction of esteem and self-actualization needs

Why Schedules Cause Conflicts

Time is the variable with the least amount of flexibility; time passes no matter what happens on a project Individual work styles and cultural differences may also cause schedule conflicts.

Project Integration Management

To di

Sample Quality Metrics

Training project's success criteria, as documented in the scope statement, included metrics based on: Time: Completing the project within one year Customer satisfaction: Achieving an average course evaluation of at least 3.0 on a 5.0 scale Cost reduction: Recouping the cost of the project in reduced training costs within two years after project completion Many organizations use charts to keep track of metrics, such as a project dashboard—a graphical screen summarizing key project metrics

Risk-Related Contract Decisions

Work done by outside suppliers or sellers should be well documented in contracts, which are mutually binding agreements that obligate the seller to provide the specified products or services, and obligate the buyer to pay for them Clauses in contracts to help manage project risks: - Incentive or penalty clauses - Certain types of contracts, such as fixed-price contracts, to reduce risk of incurring higher costs than expected

Controlling Scope

You cannot control the scope of a project unless you have first clearly defined the scope and set a scope validation process in place You also need to develop a process for soliciting and monitoring changes to project scope; stakeholders should be encouraged to suggest beneficial changes and discouraged from suggesting unnecessary changes

Identifying Risks and techs

You cannot manage risks until you identify them Risk identification tools and techniques include: - Brainstorming - Interviewing - SWOT Analysis

Procurement Management Plans

a document that describes how the procurement processes will be managed, from developing documentation for making outside purchases or acquisitions to contract closure

The main reason CEOs fail is due to poor _______

execution same is true for project managers

Common problems during execution

• *The project sponsor and/or other senior managers are not very supportive of the project. • *Project stakeholders, such as people who would use the products and services the project is attempting to create, are not sufficiently involved in project decision-making. • *The project manager is inexperienced in managing people, working in a particular organization, or understanding the application area of the project. • *The project objectives/scope are unclear. • *Estimates for time and cost goals are unreliable or unrealistic. • Business needs/technology changes have impacted the project. • People working on the project are incompetent or unmotivated. • There are poor conflict-management procedures. • Communications are poor. • Suppliers are not delivering as promised.

Bid Documents

• A Request for Proposal (RFP) is a document used to solicit proposals from prospective suppliers - A proposal is a document in which sellers describe what they will do to meet the requirements of a buyer • A Request for Quote (RFQ) is a document used to solicit quotes or bids from prospective suppliers - A bid (also called a quote) is a document prepared by sellers providing pricing for standard items that have been clearly defined by the buyer • RFPs are used for procurements where there are a variety of ways to meet a need, while RFQs are used for more standard items

Sample Work Performance Data

• A common way to summarize work performance information is by using a milestone report • A milestone is a significant event on a project, such as completing a major deliverable or awarding a major contract • In addition to listing the milestones, the report lists the planned date for completion (in month/day format), the status, the person responsible for the milestone, and issues/comments

Change Request

• A number of requests for changes emerge during project execution • The process for handling changes should be defined during project planning as part of the project management plan • It is important during project execution to formally and informally request appropriate changes

Source Selection Criteria and the Supplier Evaluation Matrix

• After doing a thorough evaluation of potential suppliers, many organizations summarize evaluations using a supplier evaluation matrix—a type of weighted scoring model • Suppliers are often evaluated on criteria related to cost, quality, technology, past performance, and management

Implemented Solutions to Problems

• All project teams face numerous problems • Some problems can be avoided by doing a good job of initiating, planning, or monitoring and controlling the project, but other problems cannot be avoided • When problems are encountered during project execution the project managers must be creative and flexible

The Impact of Team Size on Project Communications

• As the number of people involved increases, the complexity of communications increases because there are more communications channels, or pathways, through which people can communicate • Number of communications channels where n is the number of people involved n(n-1)/2 • For example, two people have one communications channel: (2(2-1))/2 = 1. Five people have ten channels (5(5-1))/2=10 • It is helpful to form several smaller teams within a large project team to help improve project communications

General Advice on Managing Teams

• Be patient and kind with your team • Fix the problem instead of blaming people • Establish regular, effective meetings • Allow time for teams to go through the basic team-building stages • Limit the size of work teams to three to seven members • Plan some social activities to help project team members and other stakeholders get to know each other better • Stress team identity • Nurture team members and encourage them to help each other • Acknowledge individual and group accomplishments

Quality Improvement Techniques

• Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside of the organization itself • A quality audit is a structured review of specific quality management activities that helps identify lessons learned, which could improve performance on current or future projects • Process analysis involves analyzing how a process operates and determining improvements. § Many organizations use lean, a system based on the Toyota Production System to help improve results and efficiency by eliminating waste and reducing idle time and non-value added activities. § Kanban is a visual technique used to improve workflow. § Cause-and-effect diagrams—also called fishbone diagrams (because their structure resembles a fishbone) or Ishikawa diagrams (named after their founder)—can assist in ensuring and improving quality by finding the root causes of quality problems

More on Conflict

• Conflict can be good; it often produces important results, such as new ideas, better alternatives, and motivation to work harder and more collaboratively • Project team members might become stagnant or develop groupthink—conformance to the values or ethical standards of a group—if there are no conflicting viewpoints on various aspects of a project • Research suggests that: § Task-related conflict, which is derived from differences over team objectives and how to achieve them, often improves team performance § Emotional conflict, however, which stems from personality clashes and misunderstandings, often depresses team performance

Other Risk Plans

• Contingency plans are predefined actions that the project team will take if an identified risk event occurs • Fallback plans are developed for risks that have a high impact on meeting project objectives, and are put into effect if attempts to reduce the risk are not effective; sometimes called contingency plans of last resort • Contingency reserves or contingency allowances are funds held by the project sponsor that can be used to mitigate cost or schedule overruns if known risks occur • Management reserves are funds held for unknown risks.

Work Performance Data

• During project execution, project managers must collect, assess, and communicate work performance information • Many project managers, use the "management by wandering around" (MBWA) approach, meaning they informally observe and talk to project team members, suppliers, and other stakeholders as much as possible • Also used formal communications, such as status reports, survey results, and course evaluations, to address work performance on the project

Project Resource Management

• Effective resource management is crucial to project execution • The main processes project managers perform include acquiring, developing the team, and managing the project team

Scope Creep

• Even when the project scope is fairly well defined, many projects suffer from scope creep—the tendency for project scope to grow bigger and bigger • Even for fairly simple projects, people have a tendency to want more

Managing Project Knowledge

• Explicit knowledge: This type of knowledge can be easily explained using words, pictures, or numbers and is easy to communicate, store, and distribute. Examples include information found in text books and encyclopedias as well as project documents and plans. • Tacit knowledge: Unlike explicit knowledge, tacit knowledge, sometimes called informal knowledge, is difficult to express and is highly personal. Examples include beliefs, insight, and experience. It is often shared through conversations and interactions between people. Many organizations set up programs like mentorships, communities of practice, or workshops to assist in passing on tacit knowledge.

Types of Contracts

• Fixed-price or lump-sum contracts involve a fixed total price for a well-defined product or service • Cost-reimbursable contracts involve payment to the seller for direct and indirect actual costs • Time-and-material contracts are a hybrid of both fixed-price and cost-reimbursable contracts • Unit pricing can also be used in various types of contracts to require the buyer to pay the supplier a predetermined amount per unit of service

Project Communications Management

• Good communications management is crucial to project execution • The process of managing communications involves gathering information to create, distribute, store, retrieve, and dispose of project communications in accordance with the communications management plan

Integrated Change Control

• Integrated change control involves identifying, evaluating, and managing changes throughout the project's life cycle • Objectives are as follows: § Influence the factors that cause changes to ensure that changes are beneficial § Determine that a change has occurred § Manage actual changes as they occur • The project management plan provides the baseline for identifying and controlling project changes

Monitoring and Controlling

• Involves regularly measuring progress to ensure that the project is meeting its objectives and addressing current business needs • Monitoring progress against plans and taking corrective action when necessary

Formal and Informal Communcation

• It is not enough for project team members to submit formal status reports to their project managers and other stakeholders and assume that everyone who needs to know that information will read the reports • Many people may prefer to have an informal, two-way conversation about project information • Project managers must be good at nurturing relationships through good communication

Make-or-Buy Analysis

• Make-or-buy analysis involves estimating the internal costs of providing a product or service, and comparing that estimate to the cost of outsourcing • Many organizations also use make-or-buy analysis, often called a lease-or-buy analysis, to decide if they should purchase or lease items for a particular project • Ex: Assume you can lease an item you need for a project for $800/day. To purchase the item, the cost is $12,000 plus a daily operational cost of $400/day. How long will it take for the purchase cost to be the same as the lease?

Managing the Project Team

• Managing a project team is no small task • Project managers must use their soft skills to find the best way to motivate and manage each team member • Tools and techniques include: - Observation and conversation - Feedback - Conflict management

Developing the Project Team and Assessing Team Performance

• Many failed projects have been staffed by highly talented individuals; however, it takes teamwork to complete projects successfully • The main goal of team development is to help people work together more effectively to improve project performance • Project managers should understand and apply good team-building practices because it takes teamwork to successfully execute most projects

Poor Conflict Management

• Most large projects are high-stake endeavors that are highly visible within organizations • When the stakes are high, conflict is never far away, and even small projects with low budgets have conflicts—it is a natural part of work and life in general • Project managers should lead their teams in developing norms for dealing with various types of conflicts that might arise

Deliverables

• Most project sponsors would say that the most important output of any project is its deliverables • Deliverables are products or services produced or provided as part of a project • Example: Just-In-Time Training project at Global Construction, key deliverables include: § Training materials and courses (instructor-led, Web-based, and CD-ROM) § Deliverables related to developing and delivering those training materials and courses, such as surveys, design documents, prototypes, and meetings

Motivation

• Project managers must understand motivation theories to effectively execute projects • Psychologists, managers, coworkers, teachers, parents, and most people in general still struggle to understand what motivates people, or why they do what they do • Intrinsic motivation causes people to participate in an activity for their own enjoyment • Extrinsic motivation causes people to do something for a reward or to avoid a penalty

20 Common Project Risks

• Project purpose and need is not well-defined. • Project design and deliverable definition is incomplete. • Project schedule is not clearly defined or understood • No control over staff priorities • Consultant or contractor delays • Estimating and/or scheduling errors • Unplanned work that must be accommodated • Lack of communication, causing lack of clarity and confusion. • Pressure to arbitrarily reduce task durations and or run tasks in parallel which would increase risk of errors. • Scope Creep • Unresolved project conflicts not escalated in a timely manner • Business Case becomes obsolete or is undermined by external or internal changes • Delay in earlier project phases jeopardizes ability to meet fixed date. For example delivery of just in time materials, required API out of BETA • Added workload or time requirements because of new direction, policy, or status • Inadequate customer testing leads to large post go live snag list. • Legal action delays or pauses project. • Customer refuses to approve deliverables/milestones or delays approval, putting pressure on project manager to 'work at risk'. • Theft of materials, intellectual property or equipment. • Acts of God for example, extreme weather, leads to loss of resources, materials, premises etc • Stakeholder action delays project.

Ways to Influence that Help and Hurt Projects

• Projects are more likely to succeed when project managers influence with - expertise - work challenge • Projects are more likely to fail when project managers rely too heavily on - authority - money - penalty

Managing Quality

• Quality assurance includes all the activities related to satisfying the relevant quality standards for a project • Another goal of quality assurance is continual quality improvement • Key outputs of quality assurance include change requests, project management plan updates, and project documents updates, and updates to organizational process assets

Identifying Risks

• Risk events refer to specific, uncertain events that may occur to the detriment or enhancement of the project - Negative risk events include the performance failure of a product produced as part of a project, delays in completing work as scheduled, increases in estimated costs, supply shortages, litigation against the company, and strikes - Positive risk events include completing work sooner than planned or at an unexpectedly reduced cost, collaborating with suppliers to produce better products, and obtaining good publicity from the project

Validating Scope

• Scope validation involves formal acceptance of the completed project deliverables by the project customer or designated stakeholders • Acceptance is often achieved through customer inspection and then sign-off on key deliverables • A validated deliverable has been completed and checked for correctness as part of quality control

Advice for Virtual Teams

• Take additional actions to work with virtual team members

Project Time Management

• The main monitoring and controlling process performed as part of project time management is controlling the schedule or schedule control • Project managers often cite delivering projects on time (schedule control) as one of their biggest challenges, because schedule problems often cause more conflict than other issues • During project initiation, priorities and procedures are often most important, but as the project proceeds, especially during the middle and latter stages of the project, schedule issues become the predominant source of conflict

Project Scope Management

• The main monitoring and controlling processes performed as part of project scope management are validating scope and controlling scope • Key outputs are deliverables that are accepted by the customer and work performance information